Schumer bill would boost funding for science research, including cybersecurity

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SYRACUSE — U.S. Senate Minority Leader Charles Schumer (D–N.Y.) has introduced a bill called Endless Frontier Act that he says seeks to “solidify U.S. leadership in scientific and technological innovation” through increased investments in the discovery, creation, and commercialization of critical technology fields, such as cybersecurity. It would also establish new regional technology hubs. The […]

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It would also establish new regional technology hubs.

The Democrat introduced the legislation along with U.S. Senator Todd Young (R–Ind.), U.S. Representative Rohit Khanna (D–Calif.), and U.S. Representative Michael Gallagher (R–Wisc.).

Schumer explained that the Endless Frontier Act is a “necessary investment” into research, education and training, technology transfer and entrepreneurship, manufacturing, and the broader U.S. “innovation ecosystem” across the nation.

The lawmaker says that the Endless Frontier Act proposes an expansion of the National Science Foundation (NSF) — to be renamed the National Science and Technology Foundation (NTSF) — and the establishment of a Technology Directorate within NTSF to advance technology in 10 critical focus areas.

The newly-established Technology Directorate would receive $100 billion over five years to lead investment and research in artificial intelligence and machine learning; high-performance computing; robotics, automation, and advanced manufacturing; quantum computing; cybersecurity; biotechnology; and semiconductors, Schumer said.

An additional $10 billion would be authorized to designate at least 10 regional technology hubs, awarding funds for comprehensive investment initiatives that position regions across the country to be global centers for the research, development, and manufacturing of key technologies.

“From becoming one of the nation’s first interconnected ‘smart cities’ to investments in the regional STEAM School and a ‘Drone Zone’ at the Tech Garden, Syracuse and Onondaga County are planting seeds to be a major growth hub in the future economy. Along with partners in the private sector and world-class institutions like Syracuse University, Central New York is uniquely positioned to take advantage of any federal investment to establish regional technology hubs as the Endless Frontiers Act aims to do,” Schumer said in a release. STEAM is short for science, technology, engineering, arts, and mathematics.

“As we emerge from the economic challenges of COVID-19, cities need to focus on long term economic resilience, not just short-term recovery,” Syracuse Mayor Ben Walsh added in the release. “The Endless Frontier Act rightfully recognizes that our country needs more regional hubs for technology innovation to remain competitive globally. Cities like Syracuse and our surrounding region, with leading research universities and a history of investment in emerging technologies, are primed to become the nation’s next technology hubs with additional leadership and support from the federal government.”

A number of New York–based technological organizations and companies have already expressed “strong support” for the Endless Frontier Act, per Schumer’s office. They include Binghamton University; CenterState CEO; Clarkson University; Cornell University; Corning Incorporated; Launch NY; M&T Bank; Rochester Institute of Technology; SUNY Polytechnic Institute; and Syracuse University.

Are businesses prepared for the return-to-work security risks?

Business Mentors, Employee Benefits & Human Resources, Subscriber Only, Technology

As lockdowns eases, many businesses are preparing for employees to return to work. But are their corporate networks ready, with adequate security measures in place, to ensure their systems are protected from the increased risk of a cyberattack owing to staff and their equipment working from home? Cyber criminals are well aware of employee environments and

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Cyber criminals are well aware of employee environments and will target cyberattacks in areas that have become vulnerable. We saw this with the spike of phishing attacks themed around working from home and it will continue to evolve as workforces change their work practice once again.

When remote working descended upon the nation strong and fast earlier this year, some organizations were able to issue company standard devices with regularly patched antivirus security. However, for the majority, there was a frenzy to equip their staff with the required machines to enable a quick and adequate “working from home” set up. As we now raise our heads above the parapet, we are seeing an abundance of employee hardware lacking necessary security and about to connect to their company’s corporate network, risking sensitive data being exposed to a cyberattack.

Computers used for remote working are likely to have confidential company data stored, have been shared with family members possibly visiting insecure websites or installing insecure software for example, with no guarantee that they have been patched and maintained over these recent months. The big question is: can these external devices be trusted back on to the corporate network?

Businesses need carry our risk assessments and put best practices in place before their networks are exposed. First, staff need to share where company data has been saved and under which accounts, work, or private credentials. Was it a public cloud environment like Google Drive, OneDrive, or Dropbox? This all needs to be disclosed to minimize risk, ensure data is safe, and compliance with government laws is maintained.

Secondly, if employees have been sharing the devices with their house members, have they given away their password? Is the password the same across work accounts and personal accounts? What new software has been installed or removed and by whom? Were there any security warnings such as viruses being detected by anti-virus software? Has any confidential paperwork been printed at home and has it been shredded or dropped in the bin? Where employees have access to sensitive information, questions need to be answered before they rejoin an organization’s network.

If a company allows all machines back onto their corporate network, they will need to rely on network monitoring and most critically, they will need to monitor the activities of the people within the network. It is the people who pose the greatest business risk if they have not received ongoing support in terms of cybersecurity awareness training. They are operating from within a company’s network on a daily basis, sending and receiving data through a multitude of access points. If left untrained, employees are a hackers’ haven, an easy access point to the entire network, surpassing any technological measures in place to keep them out. If trained, employees are your greatest line of defense — your human firewall.

Stephen Burke is CEO & founder of Cyber Risk Aware, a global firm offering real-time cybersecurity awareness training and enterprise risk and compliance reporting.

Cybersecurity Protections Are Essential, Now More Than Ever

Business Mentors, Subscriber Only, Technology

“Criminals are using every technology tool at their disposal to hack into people’s accounts. If they know there is a key hidden somewhere, they won’t stop until they find it.” — Tim Cook The COVID-19 pandemic has disrupted many standard policies and procedures for tax-exempt management employees who are working remotely. The pandemic disruption has increased internal-control risks

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“Criminals are using every technology tool at their disposal to hack into people’s accounts. If they know there is a key hidden somewhere, they won’t stop until they find it.” — Tim Cook

The COVID-19 pandemic has disrupted many standard policies and procedures for tax-exempt management employees who are working remotely. The pandemic disruption has increased internal-control risks for many organizations. Every organization must have increased focus on the inherent vulnerabilities of technology and related software applications.

After hearing that global criminal enterprises have been focusing on tax-exempt organizations for purposes of accomplishing technology breaches, I asked John Roman from our FoxPointe Solutions information technology division to provide me with his “Top 10” recommendations for mitigating the risk associated with cybersecurity breaches. His response to me was a revelation for me as a technology dinosaur.

“We’re too small to be targeted.” “We have cyber insurance.” “We can’t afford cybersecurity.” Do these phrases sound familiar? These are often the reasons that nonprofit organizations give for their lack of sufficient cybersecurity. Unfortunately, we live in a world where hackers look for vulnerabilities, human and technical. Hackers continually scan the Internet for technical vulnerabilities using automated tools. Hackers take advantage of humans during bad situations, and today, there are many: COVID-19, a recession, civil unrest, and the 2020 elections. Hackers do not discriminate. They will target small and large businesses, educational institutions, government agencies, and not-for-profits alike.

Today, data has become as valuable as gold or oil. Nonprofits, large and small, collect vast amounts of private data of those they serve and of their donors. This is exactly what hackers want. They want to exploit your organization’s vulnerabilities, whether it be through email phishing or a phone call pretending to be your bank. The goal: steal and/or encrypt all of your data unless you pay their ransom.

What is a not-for-profit to do, especially during these times of reduced budgets, donations, and government funding? If you’re feeling overwhelmed or don’t know where to start, consider these no cost or low-cost cybersecurity best practices.

1. Patch all computer systems every 30 days with critical Windows security patches. On a monthly basis, ensure that all of your Windows computer systems are patched. For smaller nonprofits, turn automatic updates on and do not allow users to opt out of the updates. For larger organizations, ensure that your IT department is applying patches on PCs and servers.

2. Enable anti-malware/virus and firewalls on all PCs. Ensure that every computer has active, working, and up-to-date protection. Enable Windows firewalls on all computers, especially laptops.

3. Encrypt data at rest and in motion. Any portable device (laptop, USB drive, tablet, or phone) should have encryption enabled. Since these devices are portable, and easily lost or stolen, you will minimize the need to report a data breach should a device that contains personal information get lost or stolen if said device is encrypted.

4. Strengthen passwords. Make sure your passwords are long and complex. Try using a passphrase that is at least 12 characters long (spaces count) to easily remember your password and ensure that it is “uncrackable”. As an example, “I love my dog spot!” will take over 64,000 years to crack. As a bonus, unless your password is leaked, you will only need to change it once per year.

5. Train your employees on cybersecurity. You and your employees are the firewall. Your best line of defense is you and the employees of your organization. Ensure that you are providing your workers with annual security awareness training. Make it relatable to them and their personal experiences. Look into training programs from LinkedIn Learning and KnowB4. Frequently send emails on the latest and greatest in terms of new threats and ways to avoid them.

6. Comply with the New York SHIELD Act. The “Stop Hacks and Improve Electronic Data Security Act” was enacted on July 25, 2019 as an amendment to the New York State Information Security Breach and Notification Act. The law went into effect on March 21, 2020. The motivation behind the SHIELD Act is to update New York’s data-breach notification law to keep pace with current technology. Every organization that creates, processes, stores, or transmits New York State resident private information must comply. To comply, an organization must have completed a risk assessment, assigned an information-security officer, and created a written information security plan along with accompanying series of administrative (policies), physical, and technical controls.

7. Perform frequent data backups and restores. One of the only ways to recover from a ransomware attack or from someone inadvertently deleting data from a server or PC is to have an up-to-date backup. In the example of a ransomware attack, rather than paying the ransom, which is a bad idea in more cases than not, the data that has been encrypted by the ransomware can be restored from your organization’s backup. Backups must be run daily and tested frequently to ensure that data being backed up is available for restore.

8. Plan for a disaster. It’s not a matter of if you have a disaster (data breach, power failure, pandemic, or your email is down for two hours), it’s when. Those who do not have a documented disaster-recovery plan along with corresponding procedures for recovering systems and data will spend twice the time and money trying to restore systems and data than those who have a plan. Along with your data-backup plan, create a disaster-recovery plan. Remember, “practice makes perfect”. Make sure you are testing your plan annually. Your test could be as simple as choosing one system to simulate being unavailable for a period of time and practicing how long it takes to recover from the failure.

9. Practice good computer hygiene. Do you get your car’s oil changed every 3,000 to 5,000 miles? How about an annual physical? Of course, we all practice good hygiene. So, why not do so from a computing perspective? For example, close, disable, or delete all accounts for those who are no longer employed by the organization. Have a data-retention policy and practice it. There is no reason why you need to keep a document created and last accessed in 1998 unless there is a business or regulatory reason to keep it.

10. Move to the cloud. Cloud providers such as Microsoft, Amazon, and the like have more security controls in place than your nonprofit can afford. Your data is probably more secure in the cloud than it is on your servers. Services such as Office365 are relatively inexpensive for nonprofits, especially those that have subscribed to Tech Soup (https://www.techsoup.org/). Cloud solutions offer anytime, anywhere, any device access to applications and data. During this pandemic, those who use cloud services were able to transition their employees to working from home more easily than those who did not use cloud computing.

The suggestions above are certainly not an all-inclusive best practice list. However, for most nonprofits, these are a good start for or continuation of your cybersecurity efforts. There are numerous cybersecurity providers who can assist. If possible, the provider should have a good understanding of not-for-profits and the intricacies of how they operate. Finally, remember, cybersecurity starts with you. It takes a combination of people, policy, and technology to form a strong cybersecurity foundation.

After discussing the above with John, I was prompted to provide you with inspirational quotes that I found very appropriate, including:

“There is no silver bullet solution with cybersecurity — a layered defense is the only viable defense.” — James Scott

“Passwords are like underwear: you don’t let people see it, it changes very often, and you shouldn’t share it with strangers.” — Chris Pirillo

Please stay safe and healthy.

Gerald J. Archibald, CPA, is a partner in charge of the management advisory services at The Bonadio Group. Contact him at (585) 381-1000, or via email at garchibald@bonadio.com

A role for salespeople: Helping customers navigate the pandemic’s emotional challenges

Business Mentors, Subscriber Only

Now that we are once again getting open for business, this raises the question of what we will be talking about with customers. Millions of Americans remain unemployed, more are still on furlough, while others are underemployed. Countless businesses are on the brink and others are going over the edge. Too many families will remain in

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And then there is coping with upended lives, dashed dreams, sleepless nights, endless worries, mind-boggling stress, as well as the painful aftereffects of social isolation. In such circumstances, who would dare minimize, let alone turn a blind eye to the realities of life for so many?

If this picture is even close to accurate of where we find ourselves today, then talking with people can be a helpful task, one that deserves to be near the top of the list of our priorities. What is needed isn’t difficult to accomplish. It’s simply giving people an opportunity to talk about what is important to them, to share their thoughts, feelings, and, yes, their fears. We may be resilient, but all of us can benefit from support and understanding.

Even though being helpful is rather simple, not many of us find it easy to speak about much other than sports, the weather, or the boss’s limitations. This is where professional salespeople can come into the picture to play a role. Unfortunately, as it turns out, those in sales, are both an undervalued and underused business resource.

When it comes to connecting with people, few others are better prepared than are salespeople for engaging others in helpful and sympathetic conversations. Before rolling your eyes and passing this off as another crazy idea, consider the following:

• Except for those in sales, there are few among us who are trained and skilled listeners, who know how to put others at ease. This is how they earn their living.

• Salespeople know how easy it is to turn off customers by talking themselves right out of a sale.

• They are astute at asking questions that give customers permission to express themselves.

• Although they can be accused of being overly zealous and pushy, experience has taught those in sales the value of patience.

• Because their antennae are always up, they’re sensitive to a person’s feelings. By coming on too strong or inappropriately, they know they will drive prospects away.

• They recognize that customer connection and intimacy are at the heart of selling.

• They know that telling a good story is one of the best ways to engaging customers. At the same time, they learned not to talk about themselves.

• Salespeople also know why it’s important to slow down and remain silent so customers have time to think.

But this is not all. To their credit, salespeople don’t wallow in pessimism. When something goes wrong — and it always does — they dust themselves off and make another call. Even on the darkest day, they are (thankfully) upbeat and optimistic. The salesperson’s cup is more than half full.

All of this adds up to one conclusion. Those in sales are an incredibly valuable resource for doing good at a time when many are isolated and alone in one way or another and long for someone to notice them, whether it’s in the course of the day, around the neighborhood, at work, or anywhere else — including making a sale.

This suggests that there are always opportunities if you seek them out, even in trying times. And this is certainly one of them. Even though you may be preoccupied with your own issues, it can also be that there are customers who need to know you are concerned about them and their well-being.

Expecting anyone to change the world is certainly asking too much. Even so, as a salesperson, you can demonstrate your commitment to helping customers by putting your skills to work beyond closing sales. You can make a difference by engaging your customers in such a way that enhances your relationship with them. It may not change the world, but it will help make it better for them and help your business thrive.

John Graham of GrahamComm is a marketing and sales strategy consultant and business writer. He is the creator of “Magnet Marketing,” and publishes a free monthly eBulletin, called “No Nonsense Marketing & Sales Ideas.” Contact him at jgraham@grahamcomm.com, (617) 774-9759, or visit: johnrgraham.com.

How Brands Can Respond To A Crisis With Empathy

Business Mentors, Employee Benefits & Human Resources, Subscriber Only

A public crisis often results in a call to action. The COVID-19 pandemic is the latest and perhaps largest case in point, hitting every aspect of American society and prompting the need for aid, whether it comes from federal and state-government agencies, or from a small restaurant owner serving free meals to the unemployed and

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Some well-known U.S. brands are helping, too, illuminating different ways businesses can show social responsibility at a time of great social strife. The uplifting theme throughout is that empathy is not in short supply.

Empathy is the cornerstone of a sustainable and continually successful business — empathy for and between your employees, and by extension empathy for others, especially in times of need.

This value is part of the foundation that makes your people want to perform and want to do good for others. Now more than ever, people want to work for companies they feel are making a positive impact in the world. The COVID-19 pandemic is showing that beyond how you look as a brand, it’s what you do that matters. Consumers want to see companies that, through their actions, show that they care.

Here is how brands can respond with empathy, both to employees and consumers, during a crisis:

• Don’t slash philanthropy. Budgets often have to be trimmed in a crisis, but the giving category should remain a priority. It’s very easy for someone making a budget to say, “We’re going to increase our margin by 3 percent by getting rid of philanthropy.” But doing so further diminishes your culture, dehumanizes the company, and sends mixed signals about your values. Find a way to make that part of your budget work. If there is an opportunity to shift your corporate-giving strategy to focus less on finances and more on donated time or goods, try taking that route. It’s a great way to keep your philanthropy intact while still saving where you can.

• Manage layoffs with compassion. The difficult economic consequences of COVID-19 have forced many companies to release workers they would otherwise retain. A public-health situation out of businesses’ control makes decisions about layoffs, and delivering the news to employees, extra difficult compared to other situations. Although the need to cut costs is understandable, a leader should think with empathy and creativity when deciding. Consult your managerial team about how the company can save as many jobs as possible. What are the other options to reduce costs? If some layoffs are still necessary, take extra care to tell employees with empathy and compassion and treat them with dignity and respect. Stress to them that it’s about a global pandemic and not about their job performance. Offer to provide any support for them that you can and offer to serve as a reference.

• Be sensitive, don’t self-promote. The purest and most-effective way to help during a crisis is to proactively provide solutions to help people cope with the emergency. While showing social responsibility can be good public relations for business, there is a fine line at such a stressful time between a business being perceived as opportunistic or relevantly helpful. Brands need to display sensitivity in tragedies and natural disasters. You don’t want to appear that you are trying to cash in. That will come back to bite you. This is the time for brands to show empathy and authenticity. That means, as a company, ask yourself questions about how you can help and be human in the process.

It’s inspiring to see the different ways brands are giving to those in need. This pandemic will change some things about how companies do business, and I expect that social responsibility will rise on the priority list for many brands.

Ed Mitzen (www.edmitzen.com) is the ForbesBook author of “More Than a Number: The Power of Empathy and Philanthropy in Driving Ad Agency Performance” and founder of Fingerpaint, an independent advertising agency grossing $60 million in revenue.

Rule by Executive Order Must End in New York State

Opinion, Subscriber Only

“It would be chaos and mayhem. It’s totally opposite everything he’s been saying. I don’t think it is plausible. I don’t think it is legal.” Gov. Andrew Cuomo said these words in late March. The coronavirus was raging downstate, and President Trump was considering asking New Yorkers traveling to other states to quarantine upon arrival.

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“It would be chaos and mayhem. It’s totally opposite everything he’s been saying. I don’t think it is plausible. I don’t think it is legal.”

Gov. Andrew Cuomo said these words in late March. The coronavirus was raging downstate, and President Trump was considering asking New Yorkers traveling to other states to quarantine upon arrival. Cuomo wouldn’t hear of it. He threatened legal action against Rhode Island Gov. Gina Raimondo when she pushed a similar policy.

Gov. Cuomo must have a pretty short memory. He recently signed a vague, confusing executive order requiring travelers from states with elevated COVID-19 infection rates to quarantine for 14 days. (When he was threatening to sue Rhode Island, the infection rate in New York state was about three times higher than the benchmark for triggering quarantine for travelers coming to New York now, according to the Empire Center’s Bill Hammond.)

Hypocrisy aside, there are obvious problems with the order. There is no carve-out for healthy military personnel returning from reserve duty who need to return to civilian work. Because the data changes daily, there is no way people with secondary residences can plan to visit their homes during the summer with any certainty. An individual planning to visit family in New York can pass a COVID-19 test on a Monday, have the infection rate in their state rise slightly overnight and wake up on Tuesday needing to quarantine for the entirety of their planned trip.

What does this mean for trucking companies? What does this mean for out-of-state individuals who have business in industries that have reopened in New York state? Isn’t the whole reason we are encouraging mask-wearing, promoting increased hand-washing, and requiring social distancing is because we know it’s impossible to guarantee everyone we run into is healthy?

The notion that anti-law-enforcement protestors can flood our streets and carry on with their lives afterward but military personnel are forced to quarantine for weeks is deeply insulting.

Taken with the governor’s announcement that gyms, movie theaters, bowling alleys, and shopping malls will remain closed in Phase 4, this is a frustrating time for New Yorkers who believe it’s time to continue moving forward. My colleagues and I sent a letter to the legislative leaders in the Senate and Assembly urging them to remove the governor’s executive powers and restore normal government order. We need checks and balances. We need to stand up as a legislature and do what we were elected to do — govern.

Brian M. Kolb (R,I,C–Canandaigua) represents the 131st Assembly District, which encompasses all of Ontario County and parts of Seneca County. Contact him at kolbb@nyassembly.gov

U.S. leadership is being challenged

Opinion, Subscriber Only

We are living in a time when the limits of American power are being severely tested. Our adversaries are watching closely. They see us withdrawing from our longstanding leadership role. Eager to fill the vacuum, they are looking for ways to gain leverage, to challenge our strengths, and exploit our weaknesses. Our allies worry about

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Our allies worry about our differences: how to deal with Russia and China, how to carry out trade, and other important issues.

President Trump has alarmed allies with his sudden decisions to pull out of the World Health Organization and several other international agencies, and his talk of inviting Russian President Vladimir Putin back into the G-7 economic planning group.

President Trump is also planning to reduce troop levels in Germany and sub-Saharan Africa, worrying our friends and several members of Congress. He says he wants to withdraw from the Middle East, which would please both China and Russia, who are increasing their influence in the region.

Iran is pushing the U.S. in the Persian Gulf area. The Iranians are cautious, wanting to avoid war. But they are accelerating their efforts to produce nuclear fuel and ignoring requests from international agencies to inspect suspected nuclear sites.

Meanwhile, the Islamic State group, which lost its last territory over a year ago, is resurgent, launching attacks in Iraq and Syria.

China works steadily to reduce our influence worldwide. As we step back in Asia or Africa, the Chinese are eager to move into the vacuum. In recent months, China has stepped up its aggression in the South China Sea, massed troops on the border with India, made threatening moves toward Taiwan, and worked to rewrite the rules for governing Hong Kong.

Russia is active, too. Its warplanes have made aggressive moves toward U.S. military aircraft in the Black Sea, the Mediterranean, and off the coast of Alaska. Russia has deployed a “hypersonic” weapon that could fly fast enough to evade our missile-defense systems.

It’s not surprising that all this testing is taking place at a time we are distracted from global leadership by internal problems. Our economy entered a recession in February after 128 months of expansion. The COVID-19 pandemic has killed more than 120,000 Americans, idled businesses, and driven the unemployment rate to its highest levels since the Great Depression. The federal deficit has reached levels not seen since World War II, yet little attention is being paid to it. There seems to be no clear path to rebuilding the economy.

Massive protests against racial injustice have highlighted divisions in our country and raised doubts about our institutions. Polls suggest that, in the view of many Americans, our political and economic systems are not working well. 80 percent of them say circumstances in the U.S. are out of control.

Political polarization continues to grow. Often, we see those who disagree with us as not only wrong, but morally unfit. As a nation, we seem to have lost a robust capacity to confront our problems and repair our faults. In a statement lamenting America’s “tragic failure” of racism, former President George W. Bush, said this is a time to listen, not to lecture. As Americans, we have to acknowledge our differences, listen to those who disagree with us, and work with all to move ahead.

Internal challenges are not new, of course, but it’s worrisome that they have reached such an intense level. It will not be quick or easy but in this time of testing, as acute as any challenge we have ever faced as a nation, it is urgent that we regain our confidence and our capacity for global leadership. If we don’t, others are waiting to replace us.

Lee Hamilton, 89, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south central Indiana.

Broome County hotels had just over one-quarter of their rooms occupied in May, per report

Regional News, Sports, Entertainment & Tourism, Subscriber Only

BINGHAMTON — Hotels in Broome County saw a slight pickup in guests in May compared to April, but occupancy was still substantially down from a year ago due to the coronavirus pandemic’s impact on travel and hospitality, according to a recent report. The hotel occupancy rate (rooms sold as a percentage of rooms available) in

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CHRISTINE SAAR

People on the Move, Subscriber Only

Dermody, Burke & Brown, CPAs, LLC recently hired CHRISTINE SAAR as a tax senior manager in its Syracuse office. She is a CPA with a diverse background in both public and private accounting. Saar’s specialties range from tax planning and compliance for small, closely held businesses to large, consolidated manufacturers. She brings more than 18

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ANN ROSE

People on the Move, Subscriber Only

Riger Marketing Communications has hired ANN ROSE as art director. With more than 20 years of experience, she will take a lead role in the agency’s creative endeavors. Rose has broad experience as a graphic designer and marketing strategist, having worked in agency, freelance, and corporate environments. She most recently worked in health-care marketing. Rose

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